Managing the Unexpected: Sustained Performance in a Complex World, Third Edition

Managing the Unexpected: Sustained Performance in a Complex World, Third Edition

Volumn , Issue , 2015, Pages 1-209

  Weick, Karl E ^b   Sutcliffe, Kathleen M ^a  

^a JOHNS HOPKINS UNIVERSITY   (United States)

^b NONE

Author keywords

[No Author keywords available]

Indexed keywords

EID: 85184130281     PISSN: None     EISSN: None     Source Type: Book    
DOI: None     Document Type: Book

References (374)

1. Todd R. LaPorte, “On Vectors and Retrospection: Reflections on Understanding Public Organizations,” Journal of Contingencies and Crisis Management 19, no. 1 (2011): 62.
2. Terry Winograd and Fernando Flores, Understanding Computers and Cognition: A New Foundation for Design (Boston: Addison-Wesley Professional, 1987), 165.
3. Friedrich Nietzsche, Twilight of the Idols (Baltimore: Penguin Books, 1968), 3.
4. Gene Rochlin, Todd LaPorte, and Karlene Roberts, “The Self-Designing High Reliability Organization: Aircraft Carrier Flight Operation at Sea,” Naval War College Review 40 (1987): 76-90.
5. Karlene Roberts, “Some Characteristics of High Reliability Organizations,” Organization Science 1 (1990): 160-177.
6. Karl E. Weick and Kathleen M. Sutcliffe, Managing the Unexpected: Resilient Performance in an Age of Uncertainty, 2nd ed. (San Francisco: Jossey-Bass, 2007), footnote 30, 164-166.
7. Emery Roe and Paul R. Schulman, High Reliability Management: Operating on the Edge (Stanford, CA: Stanford University Press, 2008), 228-233.
8. Michael D. Cohen, “Reading Dewey: Reflections on the Study of Routine,” Organization Studies 28, no. 5 (2007): 773-786.
9. Karlene H. Roberts and Carolyn Libuser, “From Bhopal to Banking: Organizational Design Can Mitigate Risk,” Organizational Dynamics 21, no. 4 (1993): 15-26.
10. Langdon Winner, “Complexity and the Limits of Human Understanding,” in Organized Social Complexity, ed. Todd R. LaPorte (Princeton, NJ: Princeton University, 1975), 40-76.
11. Todd R. LaPorte, “Complexity and Uncertainty: Challenge to Action,” in Organized Social Complexity, ed. Todd R. LaPorte (Princeton, NJ: Princeton University, 1975), 332-356.
12. Diane Vaughan, “Signals and Interpretive Work: The Role of Culture in a Theory of Practical Action,” in Culture in Mind: Toward a Sociology of Culture and Cognition, ed. Karen A. Cerulo. (New York: Routledge, 2002), 28-54.
13. Kirsten Grind, The Lost Bank: The Story of Washington Mutual-The Biggest Bank Failure in American History (New York: Simon and Schuster, 2012).
14. Carl Levin and Tom Coburn, Wall Street and the Financial Crisis: Anatomy of a Financial Collapse (Washington, DC: Permanent Subcommittee on Investigations, April 13, 2011).
15. Grind, The Lost Bank, 23.
16. Karl E. Weick, “What is the Academy Reading? One Answer,” Academy of Management Review, 38, no. 2 (2013): 318-323.
17. Grind, The Lost Bank, 52.
18. Grind, The Lost Bank, 67.
19. Grind, The Lost Bank, 187.
20. Grind, The Lost Bank, 148.
21. Grind, The Lost Bank, 146.
22. Grind, The Lost Bank, 57.
23. Grind, The Lost Bank, 125.
24. Levin and Coburn, Wall Street, 91-92.
25. Levin and Coburn, Wall Street, 123.
26. Levin and Coburn, Wall Street, 135.
27. Levin and Coburn, Wall Street, 176.
28. Grind, The Lost Bank, 107.
29. Grind, The Lost Bank, 239.
30. Grind, The Lost Bank, 165.
31. Grind, The Lost Bank, 150.
32. Grind, The Lost Bank, 151.
33. Grind, The Lost Bank, 161.
34. Grind, The Lost Bank, 69.
35. Grind, The Lost Bank, 166.
36. Barry A. Turner, Man-Made Disasters (London: Wykeham Publications, 1978).
37. Grind, The Lost Bank, 145.
38. Donald Palmer, Normal Organizational Wrongdoing: A Critical Analysis of Theories of Misconduct in and by Organizations (Oxford, United Kingdom: Oxford University Press, 2012), 229-235.
39. Donald Palmer and Michael W. Maher, “The Mortgage Meltdown as Normal Accident Wrongdoing,” Strategic Organization 8, no. 1 (2010): 83-89.
40. Grind, The Lost Bank, 172.
41. Grind, The Lost Bank, 134.
42. Grind, The Lost Bank, 157.
43. Grind, The Lost Bank, 181.
44. Grind, The Lost Bank, 177.
45. Grind, The Lost Bank, 152, 170, 185, and 206.
46. Grind, The Lost Bank, 66.
47. Grind, The Lost Bank, 163.
48. Grind, The Lost Bank, 60.
49. Grind, The Lost Bank, 163.
50. Levin and Coburn, Wall Street, 66.
51. Grind, The Lost Bank, 171.
52. Levin and Coburn, Wall Street, 104-107.
53. Levin and Coburn, Wall Street, 104.
54. Levin and Coburn, Wall Street, 108.
55. Grind, The Lost Bank, 156.
56. Grind, The Lost Bank, 91.
57. Levin and Coburn, Wall Street, 87.
58. Grind, The Lost Bank, 165.
59. Grind, The Lost Bank, 99.
60. Grind, The Lost Bank, 100.
61. Grind, The Lost Bank, 165.
62. Levin and Coburn, Wall Street, 87.
63. Grind, The Lost Bank, 200.
64. Grind, The Lost Bank, 200.
65. Levin and Coburn, Wall Street, 88.
66. Levin and Coburn, Wall Street, 114.
67. Grind, The Lost Bank, 151.
68. Erik Hollnagel, “Resilience: The Challenge of the Unstable,” in Resilience Engineering: Concepts and Precepts, ed. Erik Hollnagel, David Woods, and Nancy Leveson (Burlington, VT: Ashgate, 2006), 9-18.
69. Grind, The Lost Bank, 99.
70. Levin and Coburn, Wall Street, 81.
71. Grind, The Lost Bank, 154.
72. Grind, The Lost Bank, 173.
73. Grind, The Lost Bank, 175.
74. Karlene H. Roberts, Susanne K. Stout, and Jennifer J. Halpern, “Decision Dynamics in Two High Reliability Military Organizations,” Management Science 40 (1994): 614-624.
75. Grind, The Lost Bank, 150.
76. Levin and Coburn, Wall Street, 110-111.
77. Grind, The Lost Bank, 149.
78. Grind, The Lost Bank, 150.
79. Levin and Coburn, Wall Street, 110-111.
80. Grind, The Lost Bank, 163.
81. Grind, The Lost Bank, 151.
82. Levin and Coburn, Wall Street, 115.
83. Levin and Coburn, Wall Street, 102.
84. Brian J. Kylén, “What Business Leaders Do-Before They Are Surprised,” Advances in Strategic Management 3 (1985): 181-222.
85. Turner, Man-Made Disasters, 166.
86. Yiannis Gabriel, Organizing Words: A Critical The saurus for Social and Organization Studies (New York: Oxford University Press, 2008), 212.
87. William James, “Pragmatism,” William James: Writings 1902-1910 (New York: Library of America, 1987), 513.
88. Nancy G. Leveson, “Applying Systems Thinking to Analyze and Learn from Events,” Safety Science 49, no. 1 (2011): 55-64.
89. Charles Perrow, Normal Accidents: Living with High-Risk Technologies (New York: Basic Books, 1984).
90. Karl E. Weick, Kathleen M. Sutcliffe, and David Obstfeld, “Organizing for High Reliability: Processes of Collective Mindfulness,” in Research in Organizational Behavior, ed. Barry M. Stawand Robert I. Sutton (Greenwich, CT: JAI Press, 1999), 21: 81-123.
91. Marlys K. Christianson, Maria T. Farkas, Kathleen M. Sutcliffe, and Karl E. Weick, “Learning Through Rare Events: Significant Interruption satthe Baltimore & Ohio Railroad Museum,” Organization Science 20, no. 5 (2009): 846-860.
92. Michelle A. Barton and Kathleen M. Sutcliffe, “Overcoming Dys- functional Momentum: Organizational Safety as a Social Achievement,” Human Relations 62, no. 9 (2009): 1327-1356.
93. William R. Rockey and Pamela S. Coleman, “The Rebirth of Baldwin’s Cathedral,” Civil Engineering 75, no. 2 (2005): 52-63.
94. B&O Railroad Museum, “History of the Museum,” Accessed September 15, 2007, http://www.borail.org/History-of-the-Museum.aspx.
95. B&O Railroad Museum, “Baltimore & Ohio (B&O) Railroad Museum cancels the Fair of the Iron Horse 175, Festival of Trains,” news release, February 28, 2003, http://www.prnewswire.co.uk/news-releases/baltimore-ohio-bo-railroad-museum-cancels-the-fair-of-the-iron-horse-175-festivalof-trains-154544135.html.
96. Courtney Wilson, interview, October 16, 2006. http://www.wbaltv.com/news/maryland/baltimore-city/B-O-Railroad-Museum-thriving-10-yearsafter-roof-collapse/18565686.
97. Karl E. Weick, Sensemaking in Organizations (Thousand Oaks, CA: Sage, 1995), 145-154.
98. James M. Olson, Neal J. Roese, and Mark P. Zanna, “Expectancies,” in Social Psychology: Handbook of Basic Principles, ed. E. Tory Higgins and Arie W. Kruglanski (New York: Guilford Press, 1996).
99. John Dewey, Human Nature and Conduct (New York: Henry Holt, 1922), 178-179.
100. Barbara Czarniawska, “Karl Weick: Concepts, Style, and Reflection,” supplement, Sociological Review 53, no. S1 (2005): 267-278.
101. James, “Pragmatism,” 783.
102. James, “Pragmatism,” 1008-1009.
103. James Miller, Examined Lives: From Socrates to Nietzsche (New York: Farrar, Strauss and Giroux, 2011), 268-273.
104. James R. Taylor and Elizabeth J. Van Every, The Emergent Organization: Communication as Its Site and Surface (Mahwah, NJ: Erlbaum, 2000), 40.
105. Reuben M. Baron and Stephen J. Misovich, “On the Relationship Between Social and Cognitive Modes of Organization,” in Dual-Process Theories in Social Psychology, ed. Shelly Chaiken and Yaacov Trope (New York: Guilford Press, 1999), 587.
106. Ellen J. Langer, “Minding Matters: The Consequences of Mindlessness-Mindfulness,” in Advances in Experimental Social Psychology, ed. Leonard Berkowitz (San Diego: Academic Press, 1989), 22: 138, 157, 159.
107. Gerald R. Salancik and Jeffrey Pfeffer, “Who Gets Power-And How They Hold on to It: A Strategic-Contingency Model of Power,” Organizational Dynamics 5, no. 3 (1978): 3-21, 18-19.
108. Gabriel, Organizing Words, 212.
109. Haridimos Tsoukas, Complex Knowledge: Studies in Organizational Epistemology (Oxford, United Kingdom: Oxford, 2005), 124.
110. Taylor and Van Every, The Emergent Organization, 243.
111. Gabriel, Organizing Words, 211.
112. Kimberly Elsbach, Ileana Stigliani, and Amy Stroud, “The Building of Employee Distrust: A Case Study of Hewlett-Packard from 1995 to 2010,” Organizational Dynamics 41, no. 3 (2012): 254-263.
113. Donald T. Campbell, “Asch’s Moral Epistemology for Socially Shared Knowledge,” in The Legacy of Solomon Asch: Essays in Cognition and Social Psychology, ed. Irvin Rock. (Hillsdale, NJ: Erlbaum, 1990), 39-52.
114. Ruth Blatt, Marlys K. Christianson, Kathleen M. Sutcliffe, and Marilynn M Rosenthal, “A Sensemaking Lens on Reliability,” Journal of Organizational Behavior 27, no. 7 (2006): 897-917.
115. Robert Chia, “The Aim of Management Education: Reflections on Mintzberg’s ‘Managers not MBAs,'" Organization Studies 26, no. 7 (2005): 1092.
116. Gary Klein, Intuition at Work: Why Developing Your Gut Instincts Will Make You Better at What You Do (New York: Doubleday, 2003): 201-207.
117. Karl E. Weick, “The Nontraditional Quality of Organizational Learning,” Organization Science 2, no. 1 (1991): 116-124.
118. Timothy J. Vogus, “In Search of Mechanisms: How Do HR Practices Affect Organizational Performance?,” (PhD diss., University of Michigan, 2004): 138-148.
119. Timothy J. Vogus and Kathleen M. Sutcliffe, “The Safety Organizing Scale: Development and Validation of a Behavioral Measure of Safety Culture in Hospital Nursing Units,” Medical Care 45, no. 1 (2007): 46-54.
120. Dietmar Ausserhofer, M. Schubert, M. Blegen, S. De Geest, and R. Schwendimann, “Validity and Reliability on Three European Language Versions of the Safety Organizing Scale,” International Journal for Quality in Health Care 25, no. 2 (2013): 157-166.
121. Edgar Morin, Seven Complex Lessons in Education for the Future (Paris: UNESCO, 1999), 45.
122. David D. Woods and Matthieu Branlat, “Basic Patterns in How Adaptive Systems Fail,” in Resilience Engineering in Practice: A Guidebook, ed. Erik Hollnagel, Jean Paries, David W. Woods, and John Wreathall. (Burlington, VT: Ashgate, 2012), 127-144.
123. William James, Principles of Psychology, (Cambridge, MA: Harvard University Press, 1981), 1: 233.
124. Presidential Commission on the Space Shuttle Challenger Accident, Report of the Presidential Commission on the Space Shuttle Challenger Accident (Washington, DC: U.S. Government Printing Office, 1986), 1: 148.
125. Richard I. Cook and David D. Woods, “Operating at the Sharp End: The Complexity of Human Error,” in Human Error in Medicine, Human Error and Safety, ed. Marilyn Sue Bogner. (Mahwah, NJ: Erlbaum, 1994), 274.
126. Vaughan, “Signals and Interpretive Work”, 28-54.
127. Marianne A. Paget, The Unity of Mistakes: A Phenomenological Interpretation of Medical Work (Philadelphia, PA: Temple University Press, 1988), 56.
128. David D. Woods, Sidney Dekker, Richard Cook, Leila Johannsson, and Nadine Sarter, Behind Human Error, 2nd ed. (Burlington, VT: Ashgate, 2010), 117-121.
129. Diane Vaughan, The Challenger Launch Decision: Risky Technology, Culture, and Deviance at NASA (Chicago: University of Chicago Press, 1996), 392-393.
130. Vaughan, The Challenger Launch Decision, 124, 141, 143, 179.
131. Vaughan, The Challenger Launch Decision, 249.
132. Paul R. Schulman, “General Attributes of Safe Organizations,” supplement, Quality and Safety in Health Care 13, no. S2 (2004): 39-44.
133. James Reason, “Human Error: Models and Management,” British Medical Journal 320 (2000): 768-770.
134. William H. Starbuck and Frances J. Milliken, “Challenger: Fine-Tuning the Odds Until Something Breaks,” Journal of Management Studies 25, no. 4 (1988): 319-340.
135. Danny Miller, “The Architecture of Simplicity,” Academy of Management Review 18 (1993): 116-138
136. Sim B. Sitkin, “Learning through Failure: The Strategy of Small Losses,” in Research in Organizational Behavior, ed. Barry M. Staw and L. L. Cummings (Greenwich, CT: JAI Press, 1992), 14: 231-266.
137. Larry Heimann, “Repeated Failures in the Management of High Risk Technologies,” European Management Journal 23, no. 1 (2005), 105-117.
138. Heimann, “Repeated Failures,” 115.
139. U.S. Fire Administration, FEMA, U.S. Fire Administration/Technical Report Series: Four Firefighters Die in Seattle Warehouse Fire (Emmitsburg, MD: U.S. Fire Administration, USFA-TR-077/January 1995), 1, 14, 18, 23-24.
140. Eric-Hans Kramer, Organizing Doubt: Grounded Theory, Army Units and Dealing with Dynamic Complexity (Copenhagen, Denmark: Copenhagen Business School Press, 2007).
141. Kramer, Organizing Doubt, 17.
142. Kramer, Organizing Doubt, 17-18.
143. Kramer, Organizing Doubt, 135.
144. Karl E. Weick, The Social Psychology of Organizing, 1st ed., Topics in Social Psychology (Reading, MA: Addison-Wesley, 1969), 60.
145. Columbia Accident Investigation Board, Columbia Accident Investigation Board: Report, Volume One (Washington, DC: Government Printing Office, 2003), 190.
146. James T. Reason, Managing the Risks of Organizational Accidents (Brookfield, VT: Ashgate, 1997), 37.
147. Paul E. Bierly and J. C. Spender, “Culture and High Reliability Organizations: The Case of the Nuclear Submarine,” Journal of Management 21, no. 4 (1995): 644.
148. Kim S. Cameron and Gretchen M. Spreitzer, eds., The Oxford Handbook of Positive Organizational Scholarship, Oxford Library of Psychology (New York: Oxford University Press, 2011).
149. Reason, Managing the Risks of Organizational Accidents, 25.
150. Karen A. Cerulo, Never Saw It Coming: Cultural Challenges to Envisioning the Worst (Chicago: University of Chicago Press, 2008), 6.
151. Cerulo, Never Saw It Coming, 6.
152. Barton and Sutcliffe, “Overcoming Dysfunctional Momentum,” 1329.
153. Ron Westrum, “Cultures with Requisite Imagination,” in Verification and Validation of Complex Systems: Human Factors Issues, Nato ASI Subseries F, ed. John A. Wise, V. David Hopkin, and Paul Stager, vol. 110 (Berlin: Springer-Verlag, 1992), 402-405.
154. Gary Klein, Sources of Power: How People Make Decisions (Cambridge, MA: The MIT Press, 1998), 66.
155. Mark R. Chassin and Elise C. Becher, “The Wrong Patient,” Annals of Internal Medicine 136, no. 11 (2002): 826-833.
156. Catherine Tinsley, Robin L. Dillon, and Peter M. Madsen, “How to Avoid Catastrophe,” Harvard Business Review 89, no. 4 (2011): 90-97.
157. David Winter, “Bye, Bye, Theory, Goodbye,” review of Elegy for Theory, by D. N. Rodowick, Los Angeles Review of Books, January 16, 2014, http://lareviewofbooks.org/review/bye-bye-theory-goodbye/.
158. National Commission on Terrorist Attacks upon the United States, The 9/11 Commission Report: Final Report of the National Commission on Terrorist Attacks upon the United States (Washington, DC: Government Printing Office, 2011), 343.
159. Elliot Massie, “Elliott Massie’s Learning Trends: Learning, Training, Technology & Change,” June 3, 2010, http://trends.masie.com/archives/2010/6/3/626-speech-therapy-by-video-admiral-thad-allen-and-leadershi.html.
160. John C. Morris, Elizabeth D. Morris, and Dale M. Jones, “Reaching for the Philosopher’s Stone: Contingent Coordination and the Military’s Response to Hurricane Katrina,” supplement, Public Administration Review 67, no. S1 (2007): 94-106.
161. Ian McCammon, “Heuristic Traps in Recreational Avalanche Accidents: Evidence and Implications,” Avalanche News 68, no. 1 (2004): 42-50.
162. Paul R. Schulman, “The Negotiated Order of Organizational Reliability,” Administration & Society 25, no. 3 (1993): 353-372.
163. Tor Hernes, Understanding Organization as Process: Theory for a Tangled World (New York: Routledge, 2007), 36.
164. Karl E. Weick, “Managing the Unexpected: Complexity as Distributed Sensemaking,” in Uncertainty and Surprise in Complex Systems: Questions on Working with the Unexpected, ed. Reuben R. McDaniel and Dean J. Driebe (New York: Springer, 2005), 51-65.
165. Madeline Drexler, Secret Agents: The Menace of Emerging Infections (Washington, DC: Joseph Henry Press, 2002), 56.
166. Karl E. Weick, “Making Sense of Blurred Images: Mindful Organizing in Mission STS-107,” in Organization at the Limit: Lessons from the Columbia Disaster, ed. William H. Starbuck and Moshe Farjoun (Malden, MA: Blackwell, 2005), 159-178.
167. Columbia Accident Investigation Board, Columbia Accident Investigation Board, 181.
168. Ron Westrum, “Thinking by Groups, Organizations, and Networks: A Sociologist’s View of the Social Psychology of Science and Technology,” in The Social Psychology of Science, Conduct of Science, ed. William R. Shadish and Steve Fuller. (New York: Guilford Press, 1993), 329-342, 340.
169. W. Ross Ashby, “Requisite Variety and Its Implications for the Control of Complex Systems,” Cybernetica 1 (1958): 83-99.
170. Chadwick J. Haberstroh, “Organization Design and Systems Analysis,” in Handbook of Organizations, ed. James G. March. (Chicago: Rand McNally, 1965), 1171-1212.
171. Mary Uhl-Bien, Russ Marion, and Bill McKelvey, “Complexity Leadership Theory: Shifting Leadership from the Industrial Age to the Knowledge Era,” The Leadership Quarterly 18, no. 4 (2007): 298-318.
172. Sean T. Hannah, Robert G. Lord, and Craig L. Pearce, “Leadership and Collective Requisite Complexity,” Organizational Psychology Review 1, no. 3 (2011): 215-238.
173. Uhl-Bien, Marion, and McKelvey, “Complexity Leadership Theory,” 302.
174. Hannah, Lord, and Pearce, “Leadership and Collective Requisite Complexity,” 219.
175. Robert G. Lord, Sean T. Hannah, and Peter L. Jennings, “A Framework for Understanding Leadership and Individual Requisite Complexity,” Organizational Psychology Review 1, no. 2 (2011): 108.
176. Jeroen Wolbers and Kees Boersma, “The Common Operational Picture as Collective Sensemaking,” Journal of Contingencies and Crisis Management 21, no. 4 (2013): 186-199.
177. Gene I. Rochlin, “Informal Organizational Networking as a Crisis-Avoidance Strategy: US Naval Flight Operations as a Case Study,” Organization and Environment 3 (1989): 159-176.
178. Kramer, Organizing Doubt, 74-75.
179. Weick, The Social Psychology of Organizing, 2nd ed., 17-18.
180. Cohen, “Reading Dewey,” 781-782.
181. Scott F. Turner and Violina Rindova, “A Balancing Act: How Organizations Pursue Consistency in Routine Functioning in the Face of Ongoing Change,” Organization Science 23, no. 1 (2012): 24-46.
182. Roe and Schulman, High Reliability Management, 55.
183. Gilbert Ryle, On Thinking, ed. Konstantin Kolenda (New York: Rowman & Littlefield, 1980), 129.
184. Jenny W. Rudolph, J. Bradley Morrison, and John Carroll, “The Dynamics of Action-Oriented Problem Solving: Linking Interpretation and Choice,” Academy of Management Review 34, no. 4 (2009): 733-756
185. Rudolph, Morrison, and Carroll, “The Dynamics of Action-Oriented Problem Solving,” 737.
186. Rudolph, Morrison, and Carroll, “The Dynamics of Action-Oriented Problem Solving,” 748.
187. Lee Clarke, “The Disqualification Heuristic: When Do Organizations Misperceive Risk?,” Research in Social Problems and Public Policy 5 (1993): 289-312.
188. Schulman, “General Attributes of Safe Organizations,” 40.
189. John A. Meacham, “The Loss of Wisdom,” in Wisdom: Its Nature, Origins, and Development, ed. Robert J. Sternberg. (New York: Cambridge University Press, 1990), 181-211.
190. Meacham, “The Loss of Wisdom,” 210.
191. Lawrence Weschler and Robert Irwin, Seeing is Forgetting the Name of the Thing One Sees: A Life of Contemporary Artist Robert Irwin (Berkeley, CA: University of California Press, 1982).
192. V. De Keyser and David D. Woods, “Fixation Errors: Failures to Revise Situation Assessment in Dynamic and Risky Systems,” in Systems Reliability Assessment: Proceedings of the Ispra Course …, Ispra Courses, ed. A. G. Colombo and Amalio Saiz de Bustamante, vol. 6 (Dordrechts, Netherlands: Kluwer Academic, 1990), 231-251.
193. Klein, Sources of Power, 274.
194. Richard I. Cook and David D. Woods, “Operating at the Sharp End,” 293.
195. Andrew Hopkins, Managing Major Hazards: The Lessons of the Moura Mine Disaster (Sydney, Australia: Allen & Unwin, 2001), 9.
196. John Dill, “Staying Alive,” accessed January 2015, http://www.friendsofyosar.org/safety/climbingSafety.html.
197. Columbia Accident Investigation Board, Columbia Accident Investigation Board, 202.
198. Paul R. Schulman, “The Analysis of High Reliability Organizations: A Comparative Framework,” in New Challenges to Understanding Organization, ed. Karlene Roberts. (New York: Macmillan, 1993), 33-54.
199. John Dewey, Experience and Education (New York: Free Press, 1997), 35.
200. Constance Perin, Shouldering Risks: The Culture of Control in the Nuclear Power Industry (Princeton, NJ: Princeton University Press, 2006), xvi.
201. Jerry Busby and Marian Iszatt-White, “The Relational Aspect to High Reliability Organization,” Journal of Contingencies and Crisis Management 22, no. 2 (2014): 69-80.
202. Roe and Schulman, High Reliability Management, 42.
203. Roe and Schulman, High Reliability Management, 138.
204. Dorwin Cartwright, “Lewinian Theory as a Contemporary Systematic Framework,” in Psychology: A Study of a Science, ed. Sigmund Koch. (New York: McGraw-Hill, 1959), 7-91.
205. Kurt Lewin, Principles of Topological Psychology (New York: McGraw-Hill, 1936), 34-36.
206. Diane Vaughan, “The Dark Side of Organizations: Mistakes, Misconduct, and Disaster,” Annual Review of Sociology 25 (1999): 271-305.
207. Don Reid, Rock Climbing: Yosemite Free Climbs (Helena, MT: Falcon Press, 1998), 8-21.
208. John Dewey, Experience and Nature (New York: Dover, 1925/1958), 158.
209. Ann Langley and Hari Tsoukas, “Introducing ‘Perspectives on Process Organization Studies,'" in Process, Sensemaking, and Organizing, Perspectives on Process Organization Studies ed. Tor Hernes and Sally Maitlis (Oxford, United Kingdom: Oxford University Press, 2010), 1-26.
210. Karlene H. Roberts and Denise M. Rousseau, “Research in Nearly Failure-Free, High-Reliability Organizations Having the Bubble,” IEEE Transactions on Engineering Management 36 (1989): 132-139.
211. Gene I. Rochlin, Trapped in the Net: The Unanticipated Consequences of Computerization (Princeton: Princeton University Press, 1997), 109.
212. Mica R. Endsley, “The Role of Situation Awareness in Naturalistic Decision Making,” in Naturalistic Decision Making, Expertise: Research and Applications, ed. Caroline E. Zsambok and Gary Klein (Mahwah, NJ: Erlbaum, 1997), 270.
213. Sidney Dekker, Drift into Failure (Burlington, VT: Ashgate, 2011).
214. Todd R. LaPorte, “The United States Air Traffic System: Increasing Reliability in the Midst of Rapid Growth,” in The Development of Large Technical Systems, ed. Renate Mayntz and Thomas P. Hughes. (Boulder, CO: Westview Press, 1988), 215-244.
215. Roth, “Analysis of Decision Making,” 180.
216. Roth, “Analysis of Decision Making,” 181.
217. Roth, “Analysis of Decision Making,” 179.
218. Emilie M. Roth, Jordan Multer, and Thomas Raslear, “Shared Situation Awareness as a Contributor to High Reliability Performance in Railroad Operations,” Organization Studies 27, no. 7 (2006): 967-987.
219. Roth, “Analysis of Decision Making,” 180.
220. Karl E. Weick and Karlene H. Roberts, “Collective Mind in Organizations: Heedful Interrelating on Flight Decks,” Administrative Science Quarterly 38, no. 3 (1993): 357-381.
221. Jeremy S. Busby, “Failure to Mobilize in Reliability-Seeking Organizations: Two Cases from the UK Railways,” Journal of Management Studies 43, no. 6 (2006): 1375-1393.
222. Busby, “Failure to Mobilize in Reliability-Seeking Organizations,” 1390.
223. Kathleen M. Sutcliffe and Karl E. Weick, “Information Overload Revisited,” in The Oxford Handbook of Organizational Decision Making, ed. Gerard P. Hodgkinson and William H. Starbuck. (New York: Oxford University Press, 2008), 56-75.
224. Robert B. Stacey, “Report on the Erroneous Fingerprint Individualization in the Madrid Train Bombing Case,” Forensic Science Communication 7, no. 1 (2005): 1-12.
225. Robert B. Stacey, “A Report on the Erroneous Fingerprint Individualization in the Madrid Train Bombing Case,” Journal of Forensic Identification 54, no. 6 (2004): 706-718.
226. Stacey, “A Report on the Erroneous Fingerprint Individualization,” 2004, 711.
227. Stacey, “A Report on the Erroneous Fingerprint Individualization,” 2004, 713.
228. Karl E. Weick, “The Vulnerable System: An Analysis of the Tenerife Air Disaster,” Journal of Management 16, no. 3 (1990): 571-593.
229. Barton and Sutcliffe, “Overcoming Dysfunctional Momentum,” 1331.
230. Kyle Anthony, C. Wiencek, C. Bauer, B. Daly, and M. K. Anthony, “No Interruptions Please: Impact of a No Interruption Zone on Medication Safety in Intensive Care Units,” Critical Care Nurse 30, no. 3 (2010): 21-29.
231. Carol-Anne Moulton, G. Regehr, L. Lingard, C. Merritt, and H. MacRae, “Slowing Down to Stay Out of Trouble in the Operating Room: Remaining Attentive in Automaticity,” Academic Medicine 85, no. 10 (2010): 1571-1577.
232. Dewey, Human Nature and Conduct, 127-128.
233. Rudolph, Morrison, and Carroll, “The Dynamics of Action-Oriented Problem Solving,” 735.
234. John Dewey, “How, What, and What for in Social Inquiry,” in John Dewey: Later Works, vol. 16, 1949-1952, ed. Jo Ann Boydston (Carbondale, IL: Southern Illinois University Press, 2008), 333-340.
235. Barton and Sutcliffe, “Overcoming Dysfunctional Momentum,” 1344.
236. Chris C. Demchak, “Lessons from the Military: Surprise, Resilience, and the Atrium Model,” in Designing Resilience: Preparing for Extreme Events, ed. Louise K. Comfort, Arjen Boin, and Chris C. Demchak. (Pittsburgh, PA: University of Pittsburgh Press, 2010), 62-83.
237. Aaron Wildavsky, Searching for Safety, Studies in Social Philosophy and Policy (New Brunswick, NJ: Transaction, 1991), 70.
238. Kathleen M. Sutcliffe and Karl E. Weick, “Mindful Organizing and Resilient Health Care,” in Resilient Health Care, Resilient Health Care, ed. Erik Hollnagel, Jeffrey Braithwaite, and Robert L. Wears. (Farnham, Surrey, United Kingdom: Ashgate, 2013), 145-158.
239. Scott D. Sagan, The Limits of Safety: Organizations, Accidents, and Nuclear Weapons (Princeton, NJ: Princeton University Press, 1993), 241-242.
240. Paul Gleason, “LCES-A Key to Safety in the Wildland Fire Environment,” Fire Management Notes 51, no. 4 (1991): 9.
241. Graham Danton, The Theory and Practice of Seamanship, 11th ed. (London: Routledge, 1996).
242. Arnold Barnett and Alexander Wang, “Passenger-Mortality Risk Estimates Provide Perspectives About Airline Safety,” Flight Safety Digest 19, no. 4 (2000): 1-12.
243. Sidney Dekker, Safety Differently: Human Factors for a New Era, 2nd ed. (Boca Raton, FL: CRC Press, 2015), 263.
244. Brad Allenby and Jonathan Fink, “Toward Inherently Secure and Resilient Societies,” Science 309, no. 5737 (August 2005): 1034-1036.
245. Brian Walker and David Salt, Resilience Thinking: Sustaining Ecosystems and People in a Changing World (Washington, DC: Island Press, 2006), 164.
246. Erik Hollnagel, “The Four Cornerstones of Resilience Engineering,” in Resilience Engineering Perspectives, vol. 2, Preparation and Restoration, ed. Christopher P. Nemeth, Erik Hollnagel, and Sidney Dekker (Farnham, Surrey, United Kingdom: Ashgate, 2009), 117-133.
247. Kathleen M. Sutcliffe and Timothy Vogus, “Organizing for Resilience,” in Positive Organizational Scholarship: Foundations of a New Discipline, ed. Kim S. Cameron, Jane E. Dutton, and Robert E. Quinn (San Francisco: Berrett-Koehler, 2003), 94-110.
248. Robin Henig, A Dancing Matrix: How Science Confronts Emerging Viruses (New York: Vintage, 1993), 193-194.
249. Henig, A Dancing Matrix, 193-194.
250. Eric B. Dent and Susan G. Goldberg, “Challenging ‘Resistance to Change,'" Journal of Applied Behavioral Science 35, no. 1 (1999): 25-41.
251. Dent and Goldberg, “Challenging ‘Resistance to Change,'" 25-41.
252. Donald A. Schön, Educating the Reflective Practitioner: Toward a New Design for Teaching and Learning in the Professions (San Francisco, CA: Jossey-Bass, 1987): 26-27.
253. Karl E. Weick, “Organizational Redesign as Improvisation,” in Organizational Change and Redesign: Ideas and Insights for Improving Performance, ed. George P. Huber and William H. Glick. (New York: Oxford University Press, 1993): 346-379.
254. Westrum, “Thinking by Groups,” 340.
255. Lucian L. Leape D. J. Cullen, M. D. Clapp, et al., “Pharmacists’ Participation on Physician Rounds and Adverse Drug Events in the Intensive Care Unit,” Journal of the American Medical Association 282, no. 3 (1999): 267-70.
256. Wildavsky, Searching for Safety, 120.
257. Joseph Trombello, Miracle in the Cornfield (Appleton, WI: Printsource Plus, 1999), 128.
258. Trombello, Miracle in the Cornfield, 133.
259. Laurence Gonzales, Flight 232: A Story of Disaster and Survival (New York: W. W. Norton, 2014), 50-51.
260. Trombello, Miracle in the Cornfield, 135.
261. Macarthur Job, Air Disaster, (Weston Creek, Australia: Aerospace Publications, 1996), 2: 195.
262. Claude Gilbert, “Planning for Catastrophe: How France Prepares for the Avian Flu and What It Means for Resilience,” in Designing Resilience: Preparing for Extreme Events, ed. Louise K. Comfort, Arjen Boin, and Chris C. Demchak (Pittsburgh, PA: University of Pittsburgh Press, 2010), 180-195.
263. Tony Kern, Redefining Airmanship (New York: McGraw-Hill, 1997), 137.
264. Kern, Redefining Airmanship, 138.
265. Demchak, “Lessons from the Military,” 67.
266. Trombello, Miracle in the Cornfield, 129.
267. Weick, The Social Psychology of Organizing, 1st ed., 40.
268. Gabriel, Organizing Words, 212.
269. Gilbert, “Planning for Catastrophe,” 192-193.
270. Trombello, Miracle in the Cornfield, 129.
271. Emery Roe, Making the Most of Mess: Reliability and Policy in Today’s Management Challenges (Durham, NC: Duke University Press, 2013), 135.
272. John F. Krafcik, “Triumph of the Lean Production System,” Sloan Management Review 30, no. 1 (1988): 41-52.
273. Matthias Holweg, “The Genealogy of Lean Production,” Journal of Operations Management 25, no. 2 (2007): 420-437.
274. Neil M. Agnew, Kenneth M. Ford, and Patrick J. Hayes, “Expertise in Context: Personally Constructed, Socially Selected and Reality-Relevant?" in Expertise in Context: Human and Machine, ed. Paul J. Feltovich, Kenneth M. Ford, and Robert R. Hoffman (Menlo Park, CA: AAAI Press, 1997), 219-244.
275. Harald A. Mieg, The Social Psychology of Expertise: Case Studies in Research, Professional Domains, and Expert Roles (Mahwah, NJ: Erlbaum, 2001), 8.
276. Fred W. Frailey, “Union Pacific TrafficJam,” Trains (January 1998).
277. Columbia Accident Investigation Board, Columbia Accident Investigation Board, 201.
278. Columbia Accident Investigation Board, Columbia Accident Investigation Board, 203.
279. John N. Maclean, Fire on the Mountain: The True Story of the South Canyon Fire (New York: William Morrow, 1999).
280. Rochlin, “Informal Organizational Networking,” 159-176.
281. Roberts, Stout, and Halpern, “Decision Dynamics,” 614-624.
282. Weick, Sutcliffe, and Obstfeld, “Organizing for High Reliability,” 102.
283. Karl E. Weick and Kathleen M. Sutcliffe, Managing the Unexpected: Assuring High Performance in an Age of Complexity (San Francisco, CA: Jossey-Bass, 2001).
284. Roberts, Stout, and Halpern, “Decision Dynamics,” 622.
285. Michael D. Cohen, Roger Burkhart, Giovanni Dosi, Massimo Egidi, Luigi Marengo, Massimo Warglien and Sidney Winter, “Routines and Other Recurring Action Patterns of Organizations: Contemporary Research Issues,” Industrial and Corporate Change 5, no. 3 (1996): 653-698.
286. Dekker, Safety Differently, 261.
287. Harald Mieg, “Social and Sociological Factors in the Development of Expertise,” in The Cambridge Handbook of Expertise and Expert Performance, Cambridge Handbooks in Psychology, ed. K. Anders Ericsson, Neil Charness, Paul J. Feltovich, and Robert R. Hoffman. (New York: Cambridge University Press, 2006), 743-760.
288. Harald A. Mieg, The Social Psychology of Expertise: Case Studies in Research, Professional Domains, and Expert Roles, Expertise: Research and Applications, (Mahwah, NJ: Erlbaum, 2001), 45.
289. Michael Bacon, Pragmatism (Malden, MA: Polity, 2012), 54.
290. Dorothy Leonard-Barton and Walter C. Swap, Deep Smarts: How to Cultivate and Transfer Enduring Business Wisdom (Cambridge, MA: Harvard Business Press, 2005), 57.
291. Leonard-Barton and Swap, Deep Smarts, 47.
292. Anna T. Canciolo, C. Matthew, R. J. Sternberg, and R.K. Wagner, “Tacit Knowledge, Practical Intelligence, and Expertise,” in The Cambridge Handbook of Expertise and Expert Performance, Cambridge Handbooks in Psychology, ed. K. Anders Ericsson, Neil Charness, Paul J. Feltovich, and Robert R. Hoffman. (New York: Cambridge University Press, 2006), 613-632.
293. Paul J. Feltovich, Michael Prietula, and K. Anders Ericsson, “Studies of Expertise from Psychological Perspectives,” in The Cambridge Handbook of Expertise and Expert Performance, Cambridge Handbooks in Psychology, eds. K. Anders Ericsson, Neil Charness, Paul J. Feltovich, and Robert R. Hoffman. (New York: Cambridge University Press, 2006), 41-68.
294. Mieg, The Social Psychology of Expertise, 43.
295. John Dewey, Psychology (New York: Harper and Brothers, 1886), 142.
296. Leonard-Barton and Swap, Deep Smarts, 41.
297. Kathleen M. Sutcliffe and Timothy Vogus, “Organizing for Resilience,” in Positive Organizational Scholarship eds. Kim S. Cameron, Jane E. Dutton, and Robert E. Quinn (San Francisco: Berrett-Koehler, 2003), 94-110.
298. Jordan M. Scher, ed., Theories of the Mind (New York: Free Press, 1962).
299. Cynthia Renaud, “The Missing Piece of NIMS: Teaching Incident Commanders How to Function in the Edge of Chaos,” Homeland Security Affairs 8 (June 2012): 2-18.
300. Roberts, Stout, and Halpern, “Decision Dynamics,” 622.
301. David D. Woods, Emily S. Patterson, and Emile M. Roth, “Can We Ever Escape From Data Overload? A Cognitive Systems Diagnosis,” Cognition, Technology & Work 4 (2002): 22-36.
302. Michelle Barton, Kathleen Sutcliffe, Timothy Vogus, and Theodore DeWitt, “Performing under Uncertainty: Contextualized Engagement in Wildland Firefighting,” Journal of Contingencies and Crisis Management 23, no. 2 (2015): 74-83.
303. Paul R. Schulman, Emery Roe, Michael van Eeten, Mark de Bruijne, “High Reliability and the Management of Critical Infrastructures,” Journal of Contingencies and Crisis Management 12, no. 1 (2004): 14-28.
304. Roe and Schulman, High Reliability Management, 24.
305. Schulman et al., “High Reliability and the Management of Critical Infrastructures,” 16.
306. Mieg, “Social and Sociological Factors in the Development of Expertise,” 751.
307. Leonard-Barton and Swap, Deep Smarts, 12.
308. Barton and Sutcliffe, “Overcoming Dysfunctional Momentum,” 1344.
309. Pasquale M. Picone, Giovanni B. Dagnino, and Anna Minà, “The Origin of Failure: A Multidisciplinary Appraisal of the Hubris Hypothesis and Proposed Research Agenda,” The Academy of Management Perspectives 28, no. 4 (2014): 447-468.
310. Columbia Accident Investigation Board, Columbia Accident Investigation Board, 344.
311. Gary Klein, “Performing a Project Premortem,” Harvard Business Review 85, no. 9 (2007): 18-19.
312. Michelle A. Barton and Kathleen M. Sutcliffe, “Learning When to Stop Momentum,” Sloan Management Review (April 2010): 71.
313. Lou Gerstner Jr., Who Says Elephants Can’t Dance? (New York: Harper, 2002), 180-181.
314. Gerstner Jr., Who Says Elephants Can’t Dance?, 185-186.
315. Gabriel, Organizing Words, 65.
316. Barry A. Turner and Nick F. Pidgeon, Man-Made Disasters, 2nd ed. (Oxford, United Kingdom: Butterworth-Heinemann, 1997), 47.
317. Chris Argyris, “Some Problems in Conceptualizing Organizational Climate: A Case Study of a Bank,” Administrative Science Quarterly 2, no. 4 (1958): 501-520.
318. Eric M. Eisenberg, “Jamming Transcendence through Organizing,” Communication Research, 17, no. 2 (1990): 139-164.
319. Alfred Schutz, “The Stranger,” in Collected Papers, vol. 2, Studies in Social Theory, ed. Arvid Brodersen (The Hague, Netherlands: Martinus Nijhoff, 1964), 91-105.
320. Barry A. Turner, “The Organizational and Interorganizational Development of Disasters,” Administrative Science Quarterly 21 (1976): 378-397.
321. Stian Antonsen, Safety Culture: Theory, Method and Improvement (Burlington, VT: Ashgate, 2009), 27-41.
322. Anne Richter and Christian Koch, “Integration, Differentiation and Ambiguity in Safety Cultures,” Safety Science 42 (2004): 703-722.
323. Debra Meyerson and Joanne Martin, “Cultural Change: An Integration of Three Different Views,” Journal of Management Studies 24, no. 6 (1987): 623-647.
324. Tony J. Watson, In Search of Management: Culture, Chaos and Control in Managerial Work (London: South-Western/Cengage, 2001), 21.
325. Gabriel, Organizing Words, 312.
326. Tony J. Watson, In Search of Management: Culture, Chaos and Control in Managerial Work (London: South-Western/Cengage, 2001), 21.
327. Gabriel, Organizing Words, 312.
328. Ahmet Atak and Sytze Kingma, “Safety Culture in an Aircraft Maintenance Organization: A View from the Inside,” Safety Science 49 (2011): 268-278.
329. Karl E. Weick, “Organizational Culture as a Source of High Reliability,” California Management Review 29 (1987): 124.
330. Edgar H. Schein, Organizational Culture and Leadership (San Francisco: Jossey-Bass, 1985), 7-22.
331. NAQAP, A Road Forward, 24.
332. NAQAP, A Road Forward, 23.
333. NAQAP, A Road Forward, 23.
334. NAQAP, A Road Forward, 8.
335. NAQAP, A Road Forward, 8, 22, and 28.
336. Union of Japanese Scientists and Engineers, Findings by Independent Experts, 8-9.
337. NAQAP, A Road Forward, 22.
338. NAQAP, A Road Forward, 25.
339. NAQAP, A Road Forward, 26, 39.
340. NAQAP, A Road Forward, 32.
341. Karl E. Weick, Kathleen M. Sutcliffe, and David Obstfeld, “Organizing and the Process of Sensemaking,” Organization Science 16, no. 4 (2005): 409-421.
342. Karl E. Weick, “Enacted Sensemaking in Crisis Situations,” Journal of Management Studies 25, no. 4 (1988): 305-317.
343. Karl E. Weick, “Reflections on Enacted Sensemaking in the Bhopal Disaster,” Journal of Management Studies 47, no. 3 (2010): 537-550.
344. Edward Broughton, “The Bhopal Disaster and Its Aftermath: A Review,” Environmental Health 4, no. 6 (2005), http://www.ehjournal.net/content/4/1/6.
345. Dominique Lapierre and Javier Moro, Five Past Midnight in Bhopal (New York: Warner, 2002), 291.
346. Lapierre and Moro, Five Past Midnight, 285.
347. Lapierre and Moro, Five Past Midnight, 292.
348. Erving Goffman, Frame Analysis: An Essay on the Organization of Experience (Cambridge, MA: Harvard University Press, 1974), 30.
349. Herbert Blumer, Symbolic Interactionism: Perspective and Method (Englewood Cliffs, NJ: Prentice-Hall, 1969), 168.
350. Robert Irwin, Notes Toward a Model in Exhibition Catalog for the Robert Irwin Exhibition (New York: Whitney Museum of American Art, April 16 to May 29, 1977), 25-26.
351. Barbara Czarniawska, A Theory of Organizing, 2nd ed. (Northampton, MA: Edward Elgar Publishing, 2014), 6.
352. Wendy K. Smith and Marianne W. Lewis, “Toward a Theory of Paradox: A Dynamic Equilibrium Model of Organizing,” Academy of Management Review 36, no. 2 (2011): 381-403.
353. Gene I. Rochlin, “Defining ‘High Reliability’ Organizations in Practice: A Taxonomic Prologue,” in New Challenges to Understanding Organizations, ed. Karlene Roberts. (New York: Macmillan, 1993), 11-32.
354. Todd R. LaPorte, “Complexity and Uncertainty: Challenge to Action,” in Organized Social Complexity, ed. Todd R. LaPorte. (Princeton, NJ: Princeton University Press, 1975), 332-356.
355. Weick, The Social Psychology of Organizing, 2nd ed., 217-224.
356. Eric M. Eisenberg, Alexandra Murphy, Kathleen M. Sutcliffe, Robert Wears, Stephen Schenkel, Shawna Perry, and Mary Vanderhoef, “Communication in Emergency Medicine: Implications for Patient Safety,” Communication Monographs 72, no. 4 (2005): 390-413.
357. Paget, The Unity of Mistakes, 143.
358. Hubert L. Dreyfus, Being-In-The-World: A Commentary on Heidegger’s Being and Time, Division I (Boston, MA: MIT Press, 1991).
359. Gilbert, “Planning for Catastrophe,” 192-193.
360. Rochlin, LaPorte, and Roberts, “The Self-Designing High Reliability Organization,” 76-90.
361. Karl E. Weick, “Sensemaking in Organizations: Small Structures with Large Consequences,” in Social Psychology in Organizations: Advances in Theory and Research, ed. Keith Murnighan (Englewood Cliffs, NJ: Prentice Hall, 1993), 10-37.
362. Karl E. Weick and Kathleen M. Sutcliffe, “Hospitals as Cultures of Entrapment: A Reanalysis of the Bristol Royal Infirmary,” California Management Review 45, no. 2 (2003): 73-84.
363. Carol Tavris and Elliot Aronson, Mistakes Were Made (But Not by Me): Why We Justify Foolish Beliefs, Bad Decisions, and Hurtful Acts (Boston: Houghton Mifflin Harcourt, 2008).
364. Weick and Sutcliffe, Managing the Unexpected, 2nd ed., 109-138.
365. Helga Drummond, “Escalation of Commitment: When To Stay the Course?" The Academy of Management Perspectives 28, no. 4 (2014): 430-446.
366. William James, “Remarks on Spencer’sDefinition of Mind as Correspondence” William James: Writings 1878-1899 (New York: Library of America, 1992), 908.
367. William James, Some Problems of Philosophy (Lincoln, NE: University of Nebraska Press, 1911/1996), 15.
368. Weick and Sutcliffe, Managing the Unexpected, 2nd ed.
369. Edgar H. Schein, The Corporate Culture Survival Guide: Sense and Nonsense about Culture Change (San Francisco: Jossey-Bass, 1999), 189.
370. Schein, Organizational Culture and Leadership, 299.
371. Edgar H. Schein, “Models and Tools for Stability and Change in Human Systems,” Reflections 4, no. 2 (2002): 34-46.
372. Alan Deutschman, Change or Die: The Three Keys to Change at Work and in Life (New York: Harper, 2008).
373. Pat Lagadec, Preventing Chaos in a Crisis: Strategies for Prevention, Control, and Damage Limitation (London: McGraw-Hill International, 1993), 54.
374. Karl E. Weick, “Enacting an Environment: The Infrastructure of Organizing,” in Debating Organization: Point-Counterpoint in Organization Studies, ed. Robert Westwood and Stewart Clegg (Malden, MA: Blackwell, 2003), 184-194.